The digital revolution is the fourth industrial revolution. It changes models, processes and whole public sectors. In many reports you will find that, in terms of digitalization, pharma is just next to the public sector, as least digitalized. Pharma just started late. There are many reasons for that – it is one of the most regulated industries with lots of sensitive data involved and many ethical aspects. But the slowed down digitalization has a lot to do with some subjective reasons. Adopting digital technologies requires changing existing models which requires a different mindset – and this is difficult to achieve. Nowadays, in the situation of a global pandemic, we see that digital communication is not only necessary to be successful but it is a must in order to adapt to the New Normality.
After settling down comfortably into my seat on a flight from Chicago to San Francisco, I started browsing through my digital copy of the latest issue of The Economist. Much to my surprise, I saw an article titled, The Usefulness of Managers beginning with the sentence, "Is your manager really necessary?"
Bingo!!! My mind went back to so many discussions we keep having about our Indian Pharma industry and the various arguments about line management and their contributions, role clarity, their usefulness and the often-asked question, “Are they really effective?”
When the top leadership says, that effective managers are a rare breed with comments such as, “they are the weakest link in our chain”, my mind keeps racing through with the thought as to, “if they are not, who has to be responsible to make them effective?”
Having been a line manager and climbing the ladder against odds, I can understand and empathise with both sides of this management world.
However, when these doubts and questions keep raising its head often, my curiosity quotient kept raising a question, “Are we in Indian pharma very unique to have such challenges?” A chance meeting I had with a team of Google senior management personnel based in Google’s headquarters in California during this trip gave me an interesting insight on what Google did and what it continues to do.
Much to my solace I found that their apprehensions were similar to what we in Indian Pharma face. The differentiating factor was that their "people operations" team (HR) has applied the Google Way (data analytics) to management analysis and developed a manifesto entitled Eight Habits of Highly Effective Google Managers.
Catalyzed by the pandemic, the pharma industry quickly progressed from being digitally agnostic to a state of preparedness.
The shift required the industry to experiment with technology in its customer-facing plans, which resulted in many cases the creation of random acts of digital, often without a cohesive overarching strategy.
Can pharma do better? The answer lies in understanding the utility of their digital assets while building a mindset to transform, and ensuring that teams within the organization do not work at cross-purposes.
Indian Pharma companies will have to create hybrid employees, who can be designated as the Digital Task Force (DTF).
Just as STFs were created to create a better perception and improve engagement with specialist doctors, DTF can rebuild relationships with doctors on a new premise of helping them to gain digital advantage to better manage their practice and patients.
With the Second Wave hitting India, customers (patients and physicians) will continue to socially distance themselves in the foreseeable future. Pharma must use the field force for reach and relationship and digital for frequency and personalised content for better customer experience.
The pandemic has made doctors adopt Telehealth in a substantial way to shore up their revenues and this will continue to be one of their channels to engage patients. Telehealth along with EMR/EHR, digital therapeutics and wearables is enabling doctors to better care for their patients. There are many ways in which pharma can support the digital evolution of doctors.